entoring has always meant more to me than just a word or a program description. Throughout my childhood, I have had
access to individuals who have directly and positively influenced my life.
When I began my career in hospitality, I was a recent college graduate interested primarily in working to make enough money to pay my bills until I decided what my true career would be. I had been supported by a family and community with a vested interest in my success, and I did not want to disappoint. Our public school system and after-school programs prepared me to be both a scholar and a well-rounded individual with a deep appreciation for the gifts I’d been given and of my responsibility to pay it forward. The philosophy of the generation who raised me was that we were citizens of the world and not just of our neighborhoods.
When I joined the Hilton Family, I quickly found that same atmosphere of sharing wisdom and personal development—encouraging me to work to reach my potential. Throughout my career, I have been fortunate to have had mentors who stressed the importance of developing my strengths and the strengths of those around me, preparing us to embrace change, utilize our resources and be prepared for all that the business has in store for us.
These philosophies define my management style today. I refer to it not as mentoring but as connectedness—the ability to encourage and support our teams to achieve individual and organization goals.
Guided by my Christian belief that, to whom much is given, much is required, I utilize my great passion for life and the wisdom of those who have and continue to support me, to improving the experiences of those around me and to mentor the team into the future.
